and read between the lines of what they say. I want you to be in charge of gathering input from our previous emergency room patients." Publicly acknowledging what each person is there for sets a goal-oriented tone, clarifies roles and is the first step toward building accountability.

3. Use time efficiently-Because whatever they are doing on your team is likely an addition to their regular job, show respect for your team members' time. Make a habit of communicating in the least demanding way possible. Don't require a meeting or a phone call when an email will suffice. Use meetings for actual work, not just reporting. R

Kim is the Assistant Hospital Administrator at General Hospital, where she's worked for the past 5 years. Based on negative publicity the hospital has received recently, Craig, the Hospital Administrator, has asked her to head up an inter-departmental task force devoted to improving quality of care to Emergency Room patients. Seven staff members have been assigned to help her: the Director of Nursing, an Accounting Department clerk, the VP, Human Resources, an ER nurse, an ER doctor, a Public Relations assistant and an Admitting Supervisor. Kim has been asked to provide a report outlining changes to the ER that will improve the patient experience as well as the buzz in the community. Her dilemma: Not one member of the team reports directly to Kim and yet her ability to lead this project team successfully will greatly impact her career advancement. Her question: How does one get results when managing a group of people over whom she has no authority?

The short answer is this: manage from the side. While heading up a project group--by definition--involves directing individuals who do not report to you, in an increasingly competitive, rapidly changing business world, even in day-to-day management, the conventional approach of issuing orders and delegating down is giving way to a lateral style. where one leads by facilitating--rather than directing--the contributions of others.

Need to get a project group of non-reports to perform? Here are our best tips:

1. Share the vision-In your most inspirational and easy-to-understand way, let your team know where you're headed and how you will get there. Give them context--in other words, why has this group been chosen to address this issue at this time and what are your desired outcomes. Further, set up expectations of how the group will move forward, for example,"I'm looking for innovative ideas, radically different, patient-centered ways of thinking about the ER and a new paradigm for addressing patient needs."

2. Clarify individual and group expectations -Tell your team members why they--specifically--are there, right out of the gate. At the first meeting, address not only the group's goals, but verbalize the specific talents of and contributions expected from each individual. Keep in mind that their role on the team will not necessarily be consistent with what they do in their day-to-day positions. You might say to the accounting department clerk, "Sally, I know that you have a wonderful ability to get people to really open up to you and read between the lines of what they say. I want you to be in charge of gathering input from our previous emergency room patients." Publicly acknowledging what each person is there for sets a goal-oriented tone, clarifies roles and is the first step toward building accountability.

3. Use time efficiently-Because whatever they are doing on your team is likely an addition to their regular job, show respect for your team members' time. Make a habit of communicating in the least demanding way possible. Don't require a meeting or a phone call when an email will suffice. Use meetings for actual work, not just reporting. Ru

t experience as well as the buzz in the community. Her dilemma: Not one member of the team reports directly to Kim and yet her ability to lead this project team successfully will greatly impact her career advancement. Her question: How does one get results when managing a group of people over whom she has no authority?

The short answer is this: manage from the side. While heading up a project group--by definition--involves directing individuals who do not report to you, in an increasingly competitive, rapidly changing business world, even in day-to-day management, the conventional approach of issuing orders and delegating down is giving way to a lateral style. where one leads by facilitating--rather than directing--the contributions of others.

Need to get a project group of non-reports to perform? Here are our best tips:

1. Share the vision-In your most inspirational and easy-to-understand way, let your team know where you're headed and how you will get there. Give them context--in other words, why has this group been chosen to address this issue at this time and what are your desired outcomes. Further, set up expectations of how the group will move forward, for example,"I'm looking for innovative ideas, radically different, patient-centered ways of thinking about the ER and a new paradigm for addressing patient needs."

2. Clarify individual and group expectations -Tell your team members why they--specifically--are there, right out of the gate. At the first meeting, address not only the group's goals, but verbalize the specific talents of and contributions expected from each individual. Keep in mind that their role on the team will not necessarily be consistent with what they do in their day-to-day positions. You might say to the accounting department clerk, "Sally, I know that you have a wonderful ability to get people to really open up to you and read between the lines of what they say. I want you to be in charge of gathering input from our previous emergency room patients." Publicly acknowledging what each person is there for sets a goal-oriented tone, clarifies roles and is the first step toward building accountability.

3. Use time efficiently-Because whatever they are doing on your team is likely an addition to their regular job, show respect for your team members' time. Make a habit of communicating in the least demanding way possible. Don't require a meeting or a phone call when an email will suffice. Use meetings for actual work, not just reporting. R

gating down is giving way to a lateral style. where one leads by facilitating--rather than directing--the contributions of others.

Need to get a project group of non-reports to perform? Here are our best tips:

1. Share the vision-In your most inspirational and easy-to-understand way, let your team know where you're headed and how you will get there. Give them context--in other words, why has this group been chosen to address this issue at this time and what are your desired outcomes. Further, set up expectations of how the group will move forward, for example,"I'm looking for innovative ideas, radically different, patient-centered ways of thinking about the ER and a new paradigm for addressing patient needs."

2. Clarify individual and group expectations -Tell your team members why they--specifically--are there, right out of the gate. At the first meeting, address not only the group's goals, but verbalize the specific talents of and contributions expected from each individual. Keep in mind that their role on the team will not necessarily be consistent with what they do in their day-to-day positions. You might say to the accounting department clerk, "Sally, I know that you have a wonderful ability to get people to really open up to you and read between the lines of what they say. I want you to be in charge of gathering input from our previous emergency room patients." Publicly acknowledging what each person is there for sets a goal-oriented tone, clarifies roles and is the first step toward building accountability.

3. Use time efficiently-Because whatever they are doing on your team is likely an addition to their regular job, show respect for your team members' time. Make a habit of communicating in the least demanding way possible. Don't require a meeting or a phone call when an email will suffice. Use meetings for actual work, not just reporting. R

atient-centered ways of thinking about the ER and a new paradigm for addressing patient needs."

2. Clarify individual and group expectations -Tell your team members why they--specifically--are there, right out of the gate. At the first meeting, address not only the group's goals, but verbalize the specific talents of and contributions expected from each individual. Keep in mind that their role on the team will not necessarily be consistent with what they do in their day-to-day positions. You might say to the accounting department clerk, "Sally, I know that you have a wonderful ability to get people to really open up to you and read between the lines of what they say. I want you to be in charge of gathering input from our previous emergency room patients." Publicly acknowledging what each person is there for sets a goal-oriented tone, clarifies roles and is the first step toward building accountability.

3. Use time efficiently-Because whatever they are doing on your team is likely an addition to their regular job, show respect for your team members' time. Make a habit of communicating in the least demanding way possible. Don't require a meeting or a phone call when an email will suffice. Use meetings for actual work, not just reporting. R

and read between the lines of what they say. I want you to be in charge of gathering input from our previous emergency room patients." Publicly acknowledging what each person is there for sets a goal-oriented tone, clarifies roles and is the first step toward building accountability.

3. Use time efficiently-Because whatever they are doing on your team is likely an addition to their regular job, show respect for your team members' time. Make a habit of communicating in the least demanding way possible. Don't require a meeting or a phone call when an email will suffice. Use meetings for actual work, not just reporting. Run meetings efficiently by providing an agenda in advance so that people can come prepared, start and end on time and conclude each meeting with specific written next steps that are circulated within 24 hours.

4. Hold them accountable-Peer pressure's not just for pimply-faced adolescents. Having team members verbalize their commitments out loud--particularly in the presence of their colleagues--has an amazing ability to boost one's internal sense of responsibility. Use software or hard copy status reports to ensure that responsibilities and deadlines are crystal clear. Additionally, as the project manager, you must recognize the work of others that is done in a timely fashion, call it out when work is late, and make a point of role modeling accountability yourself.

5. Give recognition-This is a biggie. When you can't incentivize with cold, hard cash, promise promotions or give away corner offices, look for opportunities to provide recognition and show appreciation. Give your team members plenty of room to shine, then make sure to publicly and privately recognize their contributions. And make sure you acknowledge their ideas, not merely their labor.

6. Make certain they have what they need to succeed-Managing from the side is about making it possible for others to do what they do best. Create an atmosphere that empowers entrepreneurial energy, is open to new ideas and supports managed risk-taking. Intervene, if necessary, to help them juggle competing priorities. Minimize team member limitations and ensure they have the resources they need to get the job done.

7. Create a team- It's up to you to take a disparate group of individuals and make them feel bonded together and invested in a common purpose. There are a myriad of methods to team-build, and you should employ them early and often in order to create the esprit d'corps that is the glue of harmonious groups. In addition to the small feel good thing--a group picture in the hospital newsletter or team pizza lunches--don't forget to invest team members in the group's efforts by stressing the importance of its mission and the good that will be accomplished by its work.

Managing from the side will not only get your team to perform, but most people also find it to be a more enjoyable way to work.